Business Continuity Management (BCM) is an emerging concept within the construction industry, particularly in Asia, where its adoption remains limited. This paper investigates the necessity of BCM for joint-operation firms by examining a case study of an Indonesia–China joint-operation supervision consultant company engaged in a multi-year, large-scale infrastructure project in Indonesia. Through a combination of literature review, empirical data analysis, and conceptual framework development, the study comprises six interrelated criteria: Coordination Protocols, Resource Alignment and Mobilization, Billing and Financial Continuity, Knowledge Management and Handover, Cultural and Communication Synergy, and Pandemic and Health Protocols. The findings expose gaps in existing crisis management practices and highlight the need for a structured, context-sensitive BCM approach. In response, a tailored conceptual framework is proposed, emphasizing risk assessment, resource alignment, stakeholder coordination, and systematic knowledge management. While not empirically validated due to the project’s completion, the framework was reviewed by project personnel and aligned with ISO 22301 principles. It demonstrates strong potential in addressing disruptions and supporting continuity in complex, multicultural project environments. This study contributes to both theory and practice by expanding the discourse on BCM in construction and offering actionable insights for enhancing resilience in joint-operation firms.